Developing a Brand
The goal when developing a brand is to create value. You do that by emulating the characteristics and values that your customers desire. Branding is present throughout everything your company touches—it is not just a logo. Every design shown and communication made to the consumer are examples of branding.
Brands have intrinsic and extrinsic attributes. Intrinsic attributes refer to functional characteristics of the brand: its shape, performance, and physical capacity (e.g. Gillette razors shave unwanted hair and are able to do so more closely than most products in their product class because of their curved shape). Should any of these attributes be changed, they will not function in the same way or be the same product.
Examples of extrinsic attributes are features like the price of the Gillette razors, their packaging, the Gillette brand name, and mechanisms that enable consumers to form associations that give meaning to the brand. For example, it can appear more desirable because David Beckham, who is a brand himself, advertizes it.
Some refer to a brand's function as the creation and communication of a multidimensional character of a product—one that is not easily copied and damaged by competitors' efforts.
Brands have different elements, namely brand personality (functional abilities), brand skill (its fundamental traits—e.g. Chanel No 5 is seen as sexy) and brand relationships (with buyers) or brand magic. These elements are what give the brand added value.
Marketing and advertising are about selling your products and services. Branding is about selling everything associated with your organization . The consumer perception of brands is brand knowledge: brand awareness, recognition and recall, and brand image denote how consumers perceive a brand based on quality and attitudes towards it and what stays in their memory.
This suggests that brand associations are anything linked in memory to a brand. "The essence of branding is promising and delivering" (Low and Lamb Jr, 2000). The successful organizations realize that the employees are influential to brand strategy. Aaker referred to studies using different methods and larger samples, which point out that "consumers noted for high-preference brands, 82% related to employee behavior; for low-preference brands, 90% related to influence of employee behavior (attitudes, competence, and personalization of the service)." Therefore, a part of brand strategy must focus on building brand association among employees at all levels. "If the employees are aligned with the brand strategy, including the promise, then they will deliver a consistent expression of the brand to their customers at every touch point."
Brand Development Index or (BDI) measures the relative sales strength of a brand within a specific market (e.g. Pepsi brand in 10 - 50 year olds). It is a measure of the relative sales strength of a given brand in a specific market area.